^conceptual issues of the global enterprise perspective · ^conceptual issues of the global...
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CHAPTER 7
“Conceptual issues of the Global enterprise perspective”
UN Experts Group on International Trade and Economic Globalization Statistics 3nd Meeting on Handbook Luxemburg 07 June 2017
Dr. Stefano Menghinello Director of Business Statistics Italian National Institute for statistics
Context
THE GLOBAL ENTERPRISE PERSPECTIVE: MOTIVATIONS AND INTERACTION WITH THE OTHER CHAPTERS OF THE HANDBOOK
THE BASIC IDEAS INTRODUCED IN THE CHAPTER
THE STRUCTURE OF THE CHAPTER
PROPOSALS TO IMPROVE THE SCOPE AND READABILITY OF THE CHAPTER
The Global Enterprise perspective: motivations and interaction with the other chapters of the handbook
Why shell we care about Global enterprises? - They have limited influence in large countries - They tend to be sector specific - They are similar to other companies, they are just bigger
…..but when something strange happens about the data…..they are always there Few companies are responsible for: - Large asymmetries in international trade - Poor classification of international flows by country - Instability in short terms statistics - Inconsistency across different domains - Problems about resident non resident economic unit
This is not just because they are big, they behave in a radical different way as compared to domestic companies ……more knowledge is essential to correcty classify and measure them
The Global Enterprise perspective: motivations and interaction with the other chapters of the handbook
A: What do you want?
B: Knowledge A: How much can you pay for that? B: I don’t know ….loop…… «Hearts in Atlantis» Stephan King
Chapter 7 essentially focuses upon the nature and amount of knowledge needed by official statisticians to properly address globalisation related issues. Key basic issues Specialised knowledge versus broader
knowledge on Global Enterprise organisation and behaviour
Theoretical knowledge only or knowledge that can be also tested against real business cases
Knowledge concentrated in few people or knowledge that is spread across different domains inside NSI
The Global Enterprise perspective: motivations and interaction with the other chapters of the handbook
A: What do you want?
B: Knowledge
A: How much can you pay for that? What’s about less survey questionnaries?
B: We don’t know
A: Do you think there is knowledge there?
B: We dont’ know Study visit at Pfizer Italy
• Global enterprises have the knowledge to explain what they do, why and how. They trust NSI to keep information confidential.
• NSI have problems to interact with them: fragmentation of statistical processes, use of a different language, limited background information about the company.
Legal entity? Economic activity? Business lines? Business functions?
Hard lessons from the data
…….….as a result, individual signal from outside can be interpretated and processed in a different way inside NSI….
National accounts
Structural business data
Short terms business indicators
Register based indicators
The Global Enterprise perspective: motivations and interaction with the other chapters of the handbook
Chapter 9
Classification taxonomy for GVC
Chapter 7
Integrated business
approach
Chapter 11
Better understanding of Global enterprise behaviour
Chapter -12
Toward an integrated approach:
the Global Enterprise Centered perspective
Convention dei Direttori, Roma 12 settembre 2016
Chek list: To identify the UBO and the
global perimeter of control
To understand MNE decision processes
To develop relevant classifications to understand the organisation of business
To develop routines to manage high frequency business cases (monitoring top companies across domains)
The Basic ideas introduced in the chaper
Global enterprises are not just multinational enterprises: the role of indepent suppliers in line with GCV theory
The GE behaviour is based on a complex decision process with different motivations and time for implementation: industrial strategy (slow) and tax-financial strategies (fast). They often interact
The legal structure is not the essential framework to undestand GE organisation: business lines and business process are more important (business process)
A depeer understading of International accounting/internal reporting is essential to properly address GE measurent problems
A conceptual framework can be used to classify all possible GE operations and restructuring processes
The Basic ideas introduced in the chaper
Global enterprises are not just multinational enterprises: the role of indepent suppliers in line with GCV theory
1. A Global Enterprise (GE hereafter) can be defined as a company that designs and operates its
business activities by establishing abroad a foreign affiliate and/or by interacting with independent
companies that are resident abroad. Business relevant activities include a large portfolio of elements
that are indicated in bullets in table 1.
Table 1: Business activities carried out abroad by a Global Enterprise
Production lines or tasks of the core business activity
Business functions supporting core business activity
Exchange of technology and use of international platform
Access to global finance and global tax planning
The Basic ideas introduced in the chaper
The GE behaviour is based on a complex decision process with different motivations and time for implementation: industrial strategy (slow) and tax-financial strategies (fast). They often interact
Table 2: The basic choices of GE behavior
Industrial strategy
Where to locate core business activities and how to make them interact
Where to locate related business functions and how to make them interact
How to manage technology and other immaterial assets
Financial and tax planning
Where to locate financial activities and how to coordinate them
internationally
Where to locate tax revenues and how to coordinate them internationally
The Basic ideas introduced in the chaper
The legal structure is not the essential framework to undestand GE organisation: business lines and business process are more important (business process)
Business line one: Electronic
controls for engines
Legal entity A
Legal entity A
Business line two: Medical equipments
Legal entity B
Legal entity A
R&D Legal
entity C Legal
entity C
Legal entity A
The Basic ideas introduced in the chaper
The legal structure is not the essential framework to undestand GE organisation: business lines and business process are more important (business process)
The divisional model The functional model The matrix complex model
THE SCOPE OF A GLOBAL ENTERPRISE-CENTRED (GEC) PERSPECTIVE
Convention dei Direttori, Roma 12 settembre 2016
The basic structure of a Global Enterprise
Business functions (BF) Business
lines (BL)
Location/make or or buy 4 options
The Basic ideas introduced in the chaper
The legal structure is not the essential framework to undestand GE organisation: business lines and business process are more important (business process)
The business line consists in the production of a specific group of goods or services that the
GE considers a relevant area for its business. According to the principles of IAS/IFRS, a
business line is also characterized by a well defined information systems of costs and
revenues, and usually its manager reports directly to the board.
A set of business supporting functions is attached to each business line. They whole together
define a business process. Different business line can exploit business supporting functions
in a different way, but for classification purposes a business process is described by
potentially including all supporting business functions.
The possibility that each component of a business process can be carried out internally or
externally by the GE, indeed by an affiliate or by an independent supplier, introduces a new
dimension in our classification scheme.
The possibility that each component of a business process can be carried out in the country of
residence of the GE parent company (ultimate controlling institutional unit/ headquarter) or
abroad, either internally and/or externally with respect to GE perimeter of control, adds a
further dimension in our classification scheme.
A conceptual Framework that can be used to classify all possible GE operations and restructuring processes
Table 3: The proposed classification and analytical framework
Breakdown of GE activities as a step by step decomposition process
Business line
BL
X
The business line and its business supporting activities defines a business
process
BL BF1 BF2 BF3 BF4 F BF6 BF7 BF8 BF9
X X X X X
Each business process can be carried out internally (I) or externally (E) the GE
M BL BF1 BF2 BF3 BF4 BF5 BF6 BF7 BF8 BF9
I X X X X
E X X X
Each business process can be located in the resident country (R) or abroad (F)
L M BL BF1 BF2 BF3 BF4 BF5 BF6 BF7 BF8 BF9
R I X X X X
R E X X X
F I X X X
F E X X
This process can be reiterated for each business process (BP) independently
from each other
BL L M BL BF1 BF2 BF3 BF4 BF5 BF6 BF7 BF8 BF9
BP1 R I X X X X
BP1 R E X X X
BP1 F I X X X
BP1 F E X X
BP2 R I X X X X X X X
BP2 R E X X X
BP2 F I X X X X
BP2 F E X X X X
A conceptual Framework that can be used to classify all possible GE operations and restructuring processes
Why the conceptual model is important: - It is rooted into the GE «industrial strategy» this
means is linked to motivations
- It is backed up by international accouting data: the GE usually have good data to describe it
- It covers all possibilities (most surveys and other classification schemes only cover somes)
- It can be considered by in a statitic and dynamic way: re-offshoring etc….
- It uses the same language that GE adopt
A little example From the Website of Pfizer Italy
Some interesting information from the website: Pfizer operates in Italy since 1955, with a turnover of approximately 1 billion 2015 and 3000 employees. Its headquarters are in Rome, where, in addition to government offices, a business unit at European level. International offices are in Milan of pharmacovigilance and regulatory strategy, a research group in Oncology clinical development at the global level; Besides the Consumer Healthcare Division. In these structures, we have four production facilities in Liscate (Milan), Ascoli Piceno, Aprilia (Latina) and Catania, with significant export volumes worldwide.
The structure of the chapter
Table of Contents I. The Global Enterprise perspective A. The nature of the Global Enterprise and the determinants of its behavior B. The organization of a Global Enterprise and the measurement of economic variables II. The impact of Global Enterprise across different statistical domains A. Short terms statistics B. Structural business statistics C. National accounts III. A proposed classification and analytical framework A. The classification of business activities and related business functions B. Some solutions adopted by countries to improve the consistency of the data